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TOWARD A BALANCED SCORECARD HEALTHCARE ORGANIZATION: A CASE STUDY ON ASSESSING
PERFORMANCE MEASUREm,NT PROGRESS AT GOVERNMENT HOSPITAL
JULIANA HIE LI LAX
UNIVERSITI UTARA MA.LAYSIA
ABSTRAK
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Kajian kes ini meneliti dan menghuraikan pencapaian dalam sistem pengukuran prestasi di sebuah hospital kerajaan. Secara khusus, objektif kajian adalah untuk mendapatkan pemahaman yang lebih baik mengenai sistem pengukuran semasa dan dengan bantuan pendekatan strategik Balanced Scorecard (ESC) menolong mengenalpasti peluang peningkatan kendiri sistem tersebut. Selain h i , kajian ini juga Cuba untuk menjawap persoalan kenapa pihak pengurusan hospital te:rus mengekalkan amalan sistem semasa tersebut dan mendedahkan tahap adaptasi BSC di peringkat organisasi, sekiranya ada.
Untuk tujuan kajian ini, 50 set soalan yang mengandungi 50 item ukuran dengan skala Likert 5 mata telah diedarkan kepada para re,sponden yang telah dikenalpasti sebagai kaedah utama pengumpdan data kuantitatif, sementara 7 staf pengurusan atasan sanggup ditemubual untuk data kualitatif. Da.ripada jumlah ini, hanya 30 set soalan lengkap yang digunakan dan dianalisis dengan program statistik descriptif mudah SPSS, sementara data halitatif diperolehi daripada mereka yang ditemubual. Didapati bahawa amalan pengukuran prestasi semasa hospital berada dalam lingkungan prestasi band pertengahan dengan skor keseluruhan sebanyak 223. Ini menunjukkan tanda positif perkembangan dan permulaan yang baik. dalam penstrukturan semula pendekatan hospital kepada sistem pengukurannya. Namun, keputusan juga menunjukkan bahawa hospital masih lemah dalam ukuran yang berkaitan dengan pekerja dan ukuran tertentu mengenai pembekal, dan pada masa yang saima mempunyai kekuatan ukuran dalam kewangan, operasi dan produk/perkhidmatan berkualiti. Kategori ukuran yang digunakan oleh hospital agak seimbang, iaitu kewangan, OperasVaktiviti, kualiti, personel dan keselamatan sementara produktiviti dan effisiensi diberi penekanan dalam pengukuran tersebut. Keputusan temubual juga menunjukan bahawa pihak pengurusan tidak bercadang untuk membuat perubahan ke:pada amalan semasanya buat sementara waktu disebabkan oleh faktor seperti faedah daripada amalan, masa dan usaha dan pengaruh komitmen pihak pengurusan. Juga secara rasminya, didapati tiada tahap adaptasi BSC di hospital tetapi terdapat persamaan elemen BSC dipratikkan di organisasi tersebut. Justeru itu, kajian ini mencadangkan peningkatan pada kelemahan tempat tertentu seperti maklumbalas, kekerapan pemonitoran dan adaptasi pendekatan sebenar BSC ke arah mencapai organisasi yang seimbang.
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ABSTRACT
This case study examined and described the progress of the existing performance measurement at a government hospital. Specifically the objectives of the study were to gain a better understanding of the current measurement system and with the aid of strategic balanced scorecard (BSC) approach, help in identifying possible self- improvement to the system. Beside that, the study also tried to answer the question on why the hospital management continued with the practice of the current system and revealed the level of BSC adoption at the organizational level if any. For this study 50 sets of questionnaire consisted of 50 items measured with 5 point Likert scale was distributed to the identified respondents as the main method of collecting quantitative data, while 7 top management staffs were willing to be interviewed for the qualitative data. Out of the figure, only 30 sets of completed questionnaire were used and analyzed with the SPSS simple descriptive statistic program, while qualitative data came from the interviewees. It was found that the hospital current practice of performance measurement is well within a middle band perfcmnance with overall score of about 223.
This showed a positive note of development imd a good beginning in reengineering hospital approach to its measurement system. However, the result indicated that hospital was still weak in employee related measures and certain suppliers’ measures and at the same time having strength in finance, operatioio and product/service quality measures.
Category of measures used by the hospital was quite balanced, namely finance, operatiodactivity, quality, personnel and safety, while productivity and efficiency are generally emphasized in these measurements. Interview result also showed that management had no plan to make changes to its current practice for time being due to factors such as benefit of practice, time and effort and influence of management commitment. Also, officially there was no level of balanced scorecard (BSC) adoption at the hospital but there were similarity of BSC elements being practiced at the organization. Hence, this study proposed improvement in certain area of weakness like feeback, monitoring of frequencies and adoption of the real BSC approach towards a more balanced organization.
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